Organizational Culture Type Assessment Questionnaire Test - the question form
Questions: 15 · 3 minutes
1. A good manager is someone who:
Strong, decisive, and firm, but fair; protects loyal subordinates; generous and forgiving toward them.
Objective and precise; avoids using authority for personal gain; expects from subordinates only what is required by their job duties.
Avoids conflict; is easily influenced on task-related matters; uses authority to obtain the resources needed to complete the work.
Attends to others’ personal needs; uses their position to provide opportunities that motivate subordinates’ work.
2. A good subordinate is:
Eager to please, hardworking, and devoted to their supervisor’s interests.
Responsible and reliable; fulfills their duties and avoids actions that might trouble their supervisor.
Wants to contribute to solving the task and puts forward ideas and suggestions, yet readily yields leadership to others who are more competent and capable.
Highly interested in developing their own potential; has no bias against seeking help or training; is respectful of others’ needs and values; and readily helps others.
3. A good member of the organization primarily carries out:
The direct orders of a supervisor.
The duties and requirements of their own role, and follows established patterns of individual behavior.
Actions and requirements arising from the task or profession, and from available capacity, energy, and material resources.
Personal interests.
4. People who succeed in the organization are:
Shrewd, competitive with one another, with strong ambitions for power.
Conscientious and responsible, with a deep sense of loyalty to the organization.
Competent and helpful, with a strong desire to get the job done.
Effective and skilled in interpersonal relationships, and willing to support the growth and development of other employees.
5. The organization’s attitude toward the employee:
The employee’s time and energy are treated as being at the disposal of those higher up in the hierarchy.
The employee’s time and effort are managed within a contract that specifies rights and responsibilities for both parties.
The employee is treated as a partner who contributes their skills and abilities to a shared purpose.
The employee is treated as an interesting and valuable person with their own rights.
6. Employees are managed and influenced by:
A direct exercise of economic and political power (rewards and punishments).
An indirect exercise of economic and political power to impose methods and standards for carrying out work.
Promises and discussion of the requirements set by the task, leading to goal achievement through appropriate activity motivated by the individual.
Intrinsic interest and satisfaction in the work ahead and/or participation, concern for the needs of other people involved in this activity.
7. One employee has the right to monitor another employee's work:
if this employee has greater authority and power in the organization;
if they are assigned to supervise others;
if they have more knowledge about the task being performed;
if the other person understands that the first person's assistance and guidance may support their development and knowledge;
8. Basis for assigning a task:
The personal needs and opinions of those in power;
Formal allocation of job duties and responsibility within the system;
Resource requirements and expert judgments needed to carry out the work;
The personal desires and need to acquire knowledge of individual members of the organization;
9. Work is done:
because of receiving rewards, fear of punishment, or personal loyalty to certain influential individuals.
to meet contractual obligations, backed by sanctions and personal loyalty to the organization or system.
for satisfaction from the work and accomplishments and/or because of personal loyalty to an idea.
out of love for the work itself, interest in the work, and respect for employees’ needs and values.
10. People work together:
when required by higher management, or when they understand they can use one another for personal gain;
when coordination and communication are determined by a formal system;
when their joint contribution is necessary to achieve a goal;
when collaboration is personally accepted, encouraged, and fosters competition;
11. Competition:
Personal power and gain
A high-status position in the formal system
Maximum contribution to accomplishing tasks
Attention to someone’s personal needs
12. Conflict:
is controlled through intervention by senior management and is often encouraged in order to maintain their power.
is suppressed by referring to rules, procedures of conduct, and definitions of responsibility.
is resolved through discussion of the quality of work outcomes.
is resolved through open and in-depth discussion of personal needs and values.
13. Decisions:
are made by the person with greater authority.
are made by the person whose responsibility it is.
are made by the people who are most familiar with the task.
are made by highly involved people who are affected by the outcome.
14. Appropriate management and information structure:
Orders go from the top down in a simple pyramid, so that anyone higher in the pyramid has authority over those below. Information flows upward through successive instructions.
Directives are passed from the top down and information flows upward within functional pyramids that connect at the top. Authority and responsibility are limited to employees located lower in the pyramid. Cross-functional exchange is limited.
Information about task requirements and problems flows from the task-focused center upward and outward; those who best understand the problem determine the resources and support needed from the rest of the organization. A coordinating council may set priorities and resource levels based on information from all task centers. The structure should change according to the nature and location of the task.
Information and influence flow from person to person through freely formed relationships for work, knowledge, mutual support, and enjoyment. A coordinating function may set overall levels of contributions needed to sustain the organization. These tasks are defined by common agreement.
15. The surrounding environment is responded to as if it were:
a jungle where everyone is against everyone, and those who do not exploit others are themselves exploited;
an orderly, rational system in which competition is limited by law and conflicts are resolved through negotiation and compromise;
a collection of uncertain forms and systems that need to be reorganized and improved through organization;
a set of potential dangers and sources of help;